Case Studies > Transformations

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Interim Executives (3)
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32 Case Studies Found:

Interim Strategy and Transformation Leader for Growth in Retail Banking

A large financial services organization was looking to expand its retail banking arm and needed help creating a common vision and alignment across the retail business. Company leaders reached out to Business Talent Group (BTG), looking for an interim strategy and transformation leader to drive…

Interim Marketing and Creative Leadership for a Transformation

A cloud-based marketing and technology company that recently IPO’d was rebranding as part of a larger effort to transform from a B2C to B2B company, when a key team member left the company. Business Talent Group (BTG) quickly provided a partner at a boutique creative…

Data-Driven Decision Making

In an effort to use data science to identify opportunities, the CIO of a global insurance company found himself needing a data science expert to take a leadership role on several initiatives, including risk identification, efficiency efforts for acquisition marketing programs, and development of an…

Rapidly expanding online sales capabilities during COVID

In the wake of the COVID-19 pandemic, an F100 supermarket chain experienced a sudden, spectacular spike in its online business. The CHRO reached out to Business Talent Group with an urgent need for multiple eCommerce fulfillment executives. BTG delivered two experienced executives who were able…

Pricing and contracting oversight for IT transformation

The Global Technology Services Group of an F100 pharmaceutical company wanted to streamline global IT application development and turned to Business Talent Group when they needed support managing baseline spend. Looking for oversight of maintenance contracting and pricing—including pricing template consolidation and analysis—as well as plans…

Digital transformation training curriculum

As part of a large, end-to-end supply chain transformation, a multinational life science company was implementing a new cloud-based procurement system. In order to ensure success, the global procurement team needed to adopt an entirely new way of working. The head of strategic project delivery…

Implementation Planning for F200 Biotech Acquisition

The Director of Product and Portfolio Management at a F200 biopharmaceutical company needed to replace a team of Big Three consultants who had begun working on the integration of a recent acquisition. Looking for three skilled project managers to round out internal resources and keep the integration on track, she turned…

Sales Process Mapping

An F500 technology company was combining its sales and delivery functions. Concerned about the difficulty of merging two very different processes while incorporating the customer perspective, the company’s head of operations turned to Business Talent Group. We delivered an experienced independent process mapping expert and…

Sales Compensation Strategy

A global business services company was transforming its sales organization to improve performance and implement key strategic changes in people, process, and technology. Looking for help designing a compensation strategy to match the new operating model, the head of sales operations reached out to Business…

Reinventing Consulting at an F200 Biopharma Company

From Early Success to Exponential Growth Leaders at this biopharma giant didn’t set out to reinvent the way the company sourced industry experts and management consultants. But after eight years and more than 200 successful projects in functions as diverse as strategy, clinical solutions, market…

Standing Up a Transformation PMO

A global industrial company was creating a new commercial group to standardize marketing, communications, and sales processes across its many business lines. Org designs and implementation plans had been created by a large consulting firm; now, the project’s executive sponsors were looking for help establishing…

Preparing For a Major R&D Transformation

The head of R&D at a F500 pharmaceutical company was preparing for a major transformation aimed at using new technologies to drive more efficient decisions throughout the drug development process. McKinsey was helping her develop top-line strategies. But the project had already been organized into…

Transforming the HR Function

The CEO of a global insurance company had been through four CHROs in as many years. Realizing she needed to re-evaluate the structure of the corporate HR function before recruiting again, she contacted Business Talent Group. We deployed an interim HR executive who worked closely…

S&OP Transformation

A F500 CPG company with 30+ global brands was ready for a substantial redesign of its Sales & Operations Planning (S&OP) process. For the last update—which took place nearly a decade earlier—the company engaged a traditional consulting firm. This time, the CFO hoped to keep…

Managing Multiple Transformations

A Fortune 1000 retailer had taken on a number of global transformation initiatives—including ERP, inventory and procurement, and merchandising and sourcing projects—with multiple consulting firms. The situation was becoming productively complicated, and the executive team needed help keeping it organized. The CEO asked Business Talent…

Post-Merger Integration HR Strategy

An acquisition swelled this F500 hospitality giant’s headcount by 50%. The organization was committed to its unique culture, but its HR team was struggling to efficiently integrate the new employees. Business Talent Group’s HR growth specialist led the team’s integration group, incorporating new employees while…

Voice of the Customer

A global financial services company was transforming the way it made decisions about product development and funding. The goal: to more tightly incorporate customer feedback into the process. The challenge? The team lacked the expertise to complete the transformation, and it was taking too long…

Establishing an Enterprise PMO

A vertically organized Fortune 500 retailer was setting up an Enterprise Project Management Office. How could the company cut across segments to drive consistent and meaningful change? The VP of Strategy had already defined and resourced 10 cross-segment workstreams. But he needed help implementing and…

Transforming Tech Support

An enterprise technology company was shifting its service model from an hourly fee to a monthly subscription package basis. Yet the two-person corporate strategy department was struggling to map the implications of the change across the business—and prioritize the work that would transform other departments….

Centralizing Operational Excellence

A global pharmaceutical company’s internal consulting group took responsibility for enterprise-wide transformation initiatives that had previously been handled by external firms. The group’s VP knew he could reduce consulting spend and drive change at the company, but he was struggling to manage an uneven and…

Getting Ahead of Supply Chain Disruptions

The board of a major consumer goods company wanted to explore the innovations that were most likely to disrupt its supply chain in the next ten years—from POS labeling to 3D printing—and where the top threats and opportunities lay. Business Talent Group put together a…

IT Operating Model of the Future

The leadership team at a global financial services firm was concerned that the company’s IT model could not support its long-term needs. Cross-functional matrices added inefficiency, and made it harder to achieve consistency on issues like data center strategy and cloud technology. Hoping for an…

Putting a Big Strategy Into Action

Regulations added inefficiency to the most profitable products of a F500 Financial Service client’s public finance group. A Big Three consulting firm had diagnosed the most pressing issues. But the Head of Transformation was struggling to map those improvements onto their own operations. Business Talent…

Implementing a Big Data Strategy Roadmap

The SVP of Strategy at a Bay Area tech company engaged a consulting firm to create a big data strategy roadmap. Once he began to implement it, he realized that his budget was not sufficient to cover all recommendations. But internal politics made it difficult…

Improving Enterprise Data Processes

The executive team at a major agricultural conglomerate was re-examining how it managed enterprise data and processes. With the help of a Big Three consulting firm, the team crafted a strategic roadmap for IT, sourcing, tax, treasury, and finance, and began to integrate this work…

Integrating Software Systems

A Big Three consulting firm developed the growth strategy for this F500 B2B company—and identified an acquisition target to support it. But the VP of business development needed a more cost-effective way to understand the feasibility of integrating the target company’s software with internal systems….

Digital Health Data Strategy

The director of digital health at an F200 pharma company was developing a new patient adherence device. The goal: to use real-time usage data to improve care and enhance the patient experience. Yet the team was having difficulty determining what information to collect—and developing a…

Building a Direct-to-Consumer Sales Channel

The transformation group at a F200 pharma company was piloting a direct-to-consumer channel for a dozen of its mature brands. The strategy was set. To keep up with an aggressive execution schedule, however, the group turned to Business Talent Group for program management support. Business…

Multi-Stream Post-Merger Integration

Following a merger, the internal consulting group for an F500 hospitality company needed to add significant capacity, strategic thinking, and project management support to integrate another major brand. With nine different transformation initiatives launching within a year, the team required support across three different workstreams,…

Enterprise-Wide Efficiency Transformation

A leading health and life insurance company was launching a series of enterprise-wide transformations aimed at efficiency and expense reduction. The client needed a resource to plan the overall program and specific initiatives, identify and mitigate risk, and execute a change management plan to increase…

ERP Redesign

The VP of strategy at one of a food and beverage giant’s best-loved brands had commissioned an enterprise resource planning (ERP) redesign. The goal of the redesign was to streamline a heavily customized system and simplify dozens of critical processes. Unfortunately, no one on the…

Improving Organizational Agility

The VP of Transformation at a F500 consumer company was launching a major initiative to investigate organizational agility. What systems and resources would be needed to improve the execution of go-to-market strategies—and how would the corporate structure need to change? To help her lead this…

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